Time and Activity: Clients and processes
Objective. Read how available time is distributed across clients and processes, and explain why that distribution is not billable hours or output.
This screen attributes available time to clients and processes, answering 'where did our capacity go?' For a BPO serving multiple clients it is a powerful allocation view - and an easy one to confuse with billing or output.
See it in the demo
What this screen answers
A BPO or shared-service leader needs to know how capacity is spread across the clients and processes they serve: which accounts and work types absorb the available hours. It answers the allocation question that roster and headcount alone cannot - where paid, available time actually went.
The task
Scope to a team or the organisation and a period, then read time distribution by client and by process. The task is to see concentration and surprises - a process consuming more capacity than expected, a client drawing disproportionate time - and to frame that as a planning and pricing question to investigate with the account owner.
How to read it
Time allocated to a client is availability and activity attribution, not billable hours and not output. Hours spent on an account do not equal hours you can invoice, nor units of work delivered for that account. The misread is reading this screen as a billing report or a productivity-by-client scorecard. It tells you where capacity went; whether that time was billable or produced the expected output are separate questions for the contract and for Work Output.
Honest limits
The attribution is only as good as how work is mapped to clients and processes for that customer - confirm that mapping with product, because a mislabelled process quietly distorts the whole distribution. This screen does not value the time (billable vs non-billable) or judge whether the output for a client was adequate. Keep it as a capacity-allocation view, handing pricing and output questions to the right owners.
Interpretation check
Time attributed to a client or process is where available capacity went - not billable hours and not output delivered. Do not read this as a billing report or a per-client productivity scorecard.
In the field
For a multi-client RCM BPO, seeing capacity by client exposes an account quietly consuming disproportionate hours - a margin conversation that must separate hours spent from hours billed.
Practical task
On the demo clients/processes view, name the client or process drawing the most capacity and write a one-line finding that labels it as attributed available time and lists one mapping assumption to confirm.
Self-check
A customer reads 'Client A = 400 hours' as 400 billable hours. What do you clarify?
This is attributed available time, not billable time. What is invoiceable depends on the contract; hours spent are not automatically hours billed.
What quietly distorts the whole client/process distribution?
How work is mapped to clients and processes. A mislabelled process misattributes capacity, so the mapping must be confirmed with product for that customer.
Which questions does this screen hand off, and to where?
Billability goes to the contract/commercial owner; whether the time produced adequate output goes to Work Output. This screen only shows where capacity went.
Verified vs demo. Screen is live in the demo at /#/accounts; exact controls and figures are SME-validation-pending.